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Upcoming Masterclass: VUCA & the Transformational Leader

by ENEB - Business Shool -

In these uncertain times we need to have new leadership strategies to steer our corporates through these choppy waters.

In the VUCA world (volatile, uncertain, complex, ambiguous) – in which we live, work, and play– traditional leadership is failing. Not only does the top-down approach fail to adapt to the technological world of work, but it also fails to consider that today’s employees are more autonomous and independent, and their expectations are higher than ever before.

Leaders must develop their teams to scale and grow businesses, so they must turn their attention to doing this with their teams. They need to accept it’s no longer about them and their performance as a technician, but crucial to develop teams and build strength across an organisation. This is where transformational leadership comes in.

If you want to learn everything about transformational leadership, feel free to join the next masterclass only for ENEB students that Olivier Ridwaan will be giving next Thursday. Ridwaan is responsible for entailing planned and managing complex Banking, Risk, Emergency and IT projects based on Risk Based Project Management, SDL Cycle, AGILE and Waterfall approaches (& Enterprise Project Management).

By joining this class, you will be able to understand everything about Transformational Leadership. You are kindly invited to attend a meeting taking place on Thursday 23th September at 5pm Spain (UTC+2), 10am Jamaica (UTC-5), 8am West Coast USA (UTC-7), 11am East Coast USA (UTC-4) and 8.30pm Indian Standard Time (UTC+5.30).

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Pass: ENEB

Upcoming Masterclass: Case Study: HP & Compaq (part 1) - 16th Sept

by ENEB - Business Shool -

The primary motivation that drives companies to merge is to increase their profitability. They can also assume that by merging or acquiring another company they are able to reduce their cost, and in so doing they can dedicate their capital to customers by lowering their prices and therefore gaining more market share.

Based on an HBR study, the failure rate of mergers and acquisitions is around eighty percent. Most of the corporates fail to achieve the expected growth or benefits that are put forward the shares' value ahead of the deal. These failures can be based on different and various reasons such as financial costs, integration systems or corporate cultures.

Amongst all the reasons, culture clashes are believed to be very important. In the next Case Study we will go over some of the key cases to examine the reasons behind the success or failure of the M&A. First is HP and Compaq merger. This merger was announced in 2001. HP was to buy Compaq for US$ 24 billion in stock in the biggest ever deal in the history of the computer industry. What happened next is key to understanding major challenges in these transactions.

New Masterclass: Mergers & Acquisitions (Sept. 2nd, 17:00 UTC+2)

by ENEB - Business Shool -

How does culture affect Mergers & Acquisitions? Companies of all shapes and sizes are actively engaged in M&A growth strategies to help position themselves to compete. And organizations of all sizes must be mindful of how company culture plays a role in M&A success.

In our last masterclass, we went over the key models for corporate cultures to develop independently and some of the key issues they might face when they try to merge, especially cross-border. Now, we will go over the key cultural assets that are affected by the merger and how to conduct Cultural Due Diligence to overcome them. What is The Challenge of Integrating Two Cultures?

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